The book, ‘Reframing organizations: Artistry, choice, and leadership 5^th edition’ byBolman and Deal was published in 2013 by Jossey-Bass in San Francisco. The book is a vital tool for prospective managers as it includes various aspects that are instrumental to the operations and performance of any organization. The report will examine the various chapters in the book the main themes and discussions that encompass the various issues of management. Additionally, the report will incorporate the various personal experiences relating to the distinctive contents in the chapters. The significance of the book to the organizational managers will be examined too.

Page Numbers 3- 3

The first chapter on the power of reframing is phenomenal in highlighting the reasons as to why managers mislead their juniors in the business environment. Thechapter ascertains that the misleading behavior is attributed to the lack of multiple lenses that would otherwise makethem better in their operations.On the first part of chapter one, the author has raised critical concerns about the power of framing, the virtues and drawbacks of organizational activity, management’s track record and the strategies for improving organizations. In the second chapter, the author is trying to expound on the common fallacies that ensue when explaining organizational problems, peculiarities of organizations and the issues organizational learning.

The chapter is critical in evaluating the need for managers to embrace other existing options in the business field irrespective of the prosperities they may have previously acquired. The authors have used Steve Jobs and Gupta whom they claim to have been cocooned in their worlds and hence their inability to embrace inclusion and other existing options(Bolman& Deal, 2013 p.4).The aspect of cluelessness is thus perceived to be paramount irrespective of the current success that the managers could be experiencing. Reframing is thus depicted as one of the major triggers for cluelessness not only on the executives but also to the other workers of an organization. On the other hand, framing entails the practice of matching the mental capabilitiesof the individuals in the prevailing circumstances.

know when and how to use their tools. This comparison signifies the underlying strength of the practice and its significance in overcoming the instances of misleading by managers. From my experience, the decisions made by managers should be critically analyzed before they are implemented to avoid misleading. The action by the manager of Harrison Engineering Solutions Limited opted to hire an operation’s engineer in a hurry due the increased demand for the farm machinery. The employee who was hired could not excellently handle the power system, and subsequently the transformer blew up pushing the company to be unoperational for atleast three days. The use of the four frames of political, structural, symbolic and human resource by the authors is essential in the management of the organization. Managers can embark on the four frames in order to understand the various aspects of the organization hence low cases of misleading. The use of the four frames by the authors depicts the reliability of the chapter and the entire book into management teams. Each and every organization experiences the four frames thereby prompting higher significance and use in management.

The strength and reliability of the book are further enhanced in the second chapter where the authors have used the aspect of fallacies and peculiarities in organizations. The two are essential in depicting how the everyday thinking and actions by managers can result in various adverse effects on the organization. The surprising, deceptive and complexity nature of organizations will significantly affect the decisions of the managers. For instance, complex behaviors may prompt managers to create systems that can help in averting such antics. In this context, the conviction of the reader is boosted by the ability of the authors to use comparisons to put across their arguments.

Page Number 43-95

The content covers chapter four and five that address the issues of ‘structure and restructuring’ and ‘organizing groups and teams’ respectively. Chapter four embarks on the various pathological structures and pitfalls that existsin companies and the various ways to overcome them. The chapter highlights the various guidelines that are substantive in aligning the existing structures to viable situations. The chapter goes ahead to highlight the various cases of success that are brought about by the adoption of strategic change by an organization. The contents discussed are structural dilemmas, configurations, and the generic issues in reconstruction. Each of these three sections aredeeply discussed, and relevant examples highlighted. The various existing organizational contrasts and dilemmas are highlighted. For instance, the cases of lack of clarity and lack of creativity and gap versus overlap among other contrasts are discussed.The lack of clarity in a specific job will make the employee follow his natural instinct in performing it rather than the organizational or customer demands(Bolman& Deal, 2013 p. 72).In such a scenario, the organization’s performance is adversely affected due to its inability to meet the demands of the customers. Creativity in an organization is equally essential, especially in cases of customer satisfaction and public relations. To explain the concept of structural configurations, the authors used the Mintzberg and Helgesen theories. Mintzberg schema is essential for managers in that they are abler to evaluate the various configurations of the organizations hence the ability to cultivate their integration. Forinstance, by observing a concrete relationship between the operating core and the administrative component, the dissemination of ideas and work processes will be fastened. The use of the schema depictsthat any organization can engage in reconstruction regardless of the shortcomings it may be experiencing. I feel that the use of Mintzerg’s schema depicts higher levels of reliability and strength in presenting the arguments by the authors. Additionally, the ability of the authors to bring about the differences and effects of various structural dilemmas that exist in organizations depicts strengths and convincing power of their arguments.In the ‘organizing groups and teams,’the authors have highlighted the various structural features of small teams and way their reorganization can bring forthbetter performance. The authors have symbolically used sporting activities to expound the issues of organizational differentiation, coordination, and interdependence. The chapter ascertains that the right organizational structure should be guided by the impending goals of the organization, the required action, the specific job requirements, co-ordinations and individual aspects of time and quality. The use of baseball, football and basketball to explain the aspects of teamwork and interdependence is a vital example of any forward-looking organization. The examples depict the need for a sizeable team and the aspect of incorporating the right mix of expertise in an organization. Managers are bound to uphold teamwork and interdependence in their organizations so as to realize the anticipated goals and objectives. Restructuring of organizations is essential to upholding responsibilities, communication and relationships hence higher performance by the group.

Page number 305-431

The content includes chapter 15, 16,17, 18, 19,20 and 21. Chapter 15 covers the various issues associated with the integration of frames to ensure efficiency in various organizational practices. The chapter helps in the provision of effectiveness in the organization by incorporating the use of the four frames. The alignment of frames is a crucial aspect in this chapter as it is a key to effective organizational operations. Effectivemanagers should be able to match the existing frames with the current situations in the organization so as to uphold effectiveness. The authors have used organizations as multiple realities that should embrace strategic planning, goal setting, and communication in order to realize efficiency(Bolman& Deal, 2013 p. 309). Chapter 16 entails how managers can reframe their actions by expanding their options to uphold effectiveness. The use of alternative approaches is thus paramount in such a scenario. The chapter covers the various benefits and risks that are accrued to reframing. The authors claim that judicious reframing is essential in changing some managerial traps into excellent opportunities for leadership.Chapter 17 entails the various aspects that are essential in reframing the leadership of an organization. The various disadvantages that relate to the traditional views of leadership are clearly spelled out in this chapter. The significance of the relationshipbetween gender factors, organizational culture, and the management is deeply explored. The chapter further discusses the various attributes of leadership such as leadership as an activity, leadership as multilateral, distributive and contextual. For instance, the authors claim that leaders of organizations require management skills in order to uphold their relationships with other members of the business fraternity (Bolman& Deal, 2013 p. 345). From my personal experience, the adoption of various management skills was paramount in reviving and facilitating the operations of Harrison Engineering Solutions Limited after the transformer had blown up. The incorporation of all the stakeholders such as the customers and fellow workers required excellent management skills by Mr, Richardson, the then manager of the company. Chapters 18 and 19 have embarked on the discussion of how change, ethics, and spirits could be reframed in an organization. Thechapter highlights the aspects of change, participation, training and innovation and their role in reframing the organization. Further on the structural realignment process, political conflicts and the increase in the volume of individual needs and wants depict some of the aspects of embracing change in the organization. The latter tries to foster and discuss the various ethical impacts that may result to an organization as a result of care, administration of justice and faithfulness. Chapters 20 and 21 are very clinical to an organization since they highlight the significant impacts of incorporating all the reframing processes future leaders should undertake so as to increase the performance of their organizations. Through such evaluations, managers will be able to realize the best out of their work hence increased performance of their organizations.

Conclusion

The book is instrumental to the managers of organizations. By embracing the aspects of framing and reframing, the various operations in the organization will be facilitated. The vertical and horizontal communication processes of the organization will be realized. Additionally, the performance of the employees in the organization will be improved.focus on the overall effects of embracing change in organizations through reframing. The chapters further highlight thestrategies that future managers should embrace in order to realize higher levels of performance.

References

(Bolman& Deal,2013 p. ).

Top of Form

Bolman, L. G., & Deal, T. E. (2013).Reframing organizations: Artistry, choice, and leadership.

CLICK BUTTON TO ORDER NOW